4
Schermerhorn - Chapter 13 4 Leadership, vision, and visionary leadership  Leadership The process of inspiring others to work hard to accomplish important tasks.  Visionary leadership A leader who brings to the situation a clear and compelling sense of the future as well as an understanding of the actions needed to get there successfully.

6
Schermerhorn - Chapter 13 6 What is the nature of leadership?  Power  Ability to get someone else to do something you want or make things happen the way you want.

7
Schermerhorn - Chapter 13 7 What is the nature of leadership?  Sources of position power  Reward power (offering value)  Coercive power (by punishment)  Legitimate power (by authority)  Sources of personal power: power that lies within an individual  Expert power: influence because of knowledge and skills  Referent power: influence by having others admire you

8
FIGURE 13-2 Sources of position power and personal power used by managers. Schermerhorn/Management, 7e Chapter 13, Figure 13-02

14
Schermerhorn - Chapter 13 14 Turning power into influence …  Successful leadership relies on acquiring and using all sources of power.  Use of reward power or legitimate power produces temporary compliance.  Use of coercive power produces, at best, temporary compliance accompanied by resistance.  Use of expert power or referent power generates commitment.

16
Schermerhorn - Chapter 13 16 Reflection: when did someone empower YOU? 1. Involve others in selecting their work assignments and task methods. 2. Create an environment of cooperation, information sharing, discussion, and shared ownership of goals. 3. Encourage others to take initiative, make decisions, and use their knowledge. 4. Find out what others think and let them help design solutions. 5. Give others the freedom to put their ideas and solutions into practice. 6. Recognize successes and encourage high performance.

18
Management Fundamentals - Chapter 1318 Classic leadership styles Laissez-faire style Shows little concern for task, lets the group make decisions, and acts with a “do the best you can and don’t bother me” attitude.

23
Servant Leadership "The servant-leader is servant first… It begins with the natural feeling that one wants to serve... Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive … The leader-first and the servant-first are two extreme types.”

26
Schermerhorn - Chapter 13 26 Gender and leadership  Women tend to use interactive leadership. A style that shares qualities with transformational leadership behaviors.  Men tend to use transactional leadership.  Interactive leadership provides a good fit with the demands of a diverse workforce and the new workplace.  Future leadership success will depend on a person’s capacity to lead through positive relationships and empowerment.

27
Schermerhorn - Chapter 13 27 Drucker’s “old-fashioned” leadership  Leadership is more than charisma; it is “good old-fashioned” hard work.  Essentials of “old-fashioned” leadership: Defining and establishing a sense of mission. Accepting leadership as responsibility rather than rank. Earning and keeping the trust of others.